Type Of Performance Evaluation System Discussion Assignment

Type Of Performance Evaluation System Discussion Assignment

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Type Of Performance Evaluation System Discussion Assignment

All performance improvement programs should have a measurement component or Key Performance Indicators (KPIs) to ensure quality. These indicators are known by many names: metrics, measures, checks, or evaluations, but they all serve the same purpose: to evaluate the success or the failure of the performance management initiative. Select your current or previous employer, when addressing the requirements below

Explain the three levels of performance (i.e., system, process, job/performer) and then select a metric that would be suitable to use for each level.

Include an example of what the metric is measuring and how it is used to interpret performance at each respective level.

Explain what type of performance evaluation system you would use to evaluate a specific job position of your choice. Justify why you believe this is the right system to use.

Based upon the selected system, what assessment method would you utilize? Justify why you believe that this is an effective assessment method.

Choose a specific industry in Saudi Arabia and explain how your selected system and method are aligned or different from performance management practices in the industry you have chosen.

Your well-written paper should meet the following requirements:

Be 4-6 pages in length, which does not include the title page, abstract, or required reference page, which are never a part of the content minimum requirements.

Use Saudi Electronic University academic writing standards and APA style guidelines.

Support your submission with course material concepts, principles, and theories from the textbook and at least three scholarly, peer-reviewed journal articles.

Include thesis sentence in introduction

put heading for each paragraph

PERFORMANCE MANAGEMENT

PERFORMANCE MANAGEMENT

FOU RTH EDITION

Herman Aguinis School of Business

George Washington University

CHICAGO BUS I NES S PRESS

CHlCAGO I USit4tlS

© 2019 CHICAGO BUSINESS PRESS

PERFORMANCE MANAGEMENT, FOURTH EDITION

ALL RIGHTS RESERVED. No part of this work covered by the copyright herein may be reproduced, transmitted, sto red o r used in any form or by any means gra phic, electronic, o r mechanical, including but not limited to pho tocopying, record ing, scanning, digitizing, ta ping, web distribution, information networks, or infom1ation storage and retrieval systems, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without the prior written permission of the publisher.

For product info rmation o r assistance, visit www.chicagobusinesspress.com

Print Ed ition ISBN-13: 978-0-9988140-8-7 eBook ISBN-13: 978-0-9988140-9-4

BRIEF CONTENTS

Part I STRATEGIC AND GENERAL CONSIDERATIONS 1 1 Performance Management in Context 3 2 Performance Management Process 41 3 Performance Management and Strategic Planning 67

Part II SYSTEM IMPLEMENTATION 97 4 Defining Performance and Choosing a Measuremen t Approach 99 5 Measuring Results and Beh aviors 123 6 Performance Analytics 153 7 Rolling Out the Performance Management System 197

Part Ill EMPLOYEE AND LEADERSH IP DEVELOPMENT 223 8 Performance Management and Employee Developmen t 225 9 Performance Management Leadership 257

Part IV REWARD SYSTEMS, LEGAL ISSUES, AND TEAM PERFORMANCE MANAGEMENT 299 10 Performance Management, Rewards, and the Law 301 11 Team Performance Management 343

Name and Company Index 371 Subjed Index 375

v

DEDICATION

vi

To my daughters Hannah Miriam and Naomi Rebecca, and my wife Heidi, whom I love and admire and are my superb coaches on how to become a better father and husband

CONTENTS

Part I

Preface and Introduction xiii Acknowledgments xxiii About the Author xxiv

STRATEGIC AND GENERAL CONSIDERATIONS 1

1 Performance Management in Context 3 1-1 Definition of Performance Management 4 1-2 Purposes of Performance Management Systems 6

1-2-1 Stra tegic P urpose 6 1-2-2 Administrative Purpose 6 1-2-3 Informationa l P urpose 7 1-2-4 Developmental Purp ose 7 1-2-5 Organizational Maintenance Purpose 8 1-2-6 Documentation Purpose 8

1-3 The Performance Management Contribution 10 1-4 When Performance Management Breaks Down: Dangers of Poorly

Implemented Systems 14 1-4-1 Perfo rmance Ratings: The Canary in the Coal Mine 16

1-5 Characteristics of an Ideal Performance Management System 18 1-6 Integration with Other H uman Resources and Development Activities 23 1-7 The Future is Now: Performance Management and the Nature of Work

and Organizations Today 24 Summary points 26 Exercise 1-1Idea/ Versus Actual Perjormn11ce Management System 29 Exercise 1-2 Distinguishing Perjorma11ce Management Systems from Performance Appraisal Systems 31 Case Study 1-1 Perjormn11ce Manngemmt at Network Solutions, Inc. 34 Case Study 1-2 Perjormn11ce Management at a CRB, Inc. 36 Endnotes 37

2 Performance Management Process 41 2-1 Prerequisites 43

2-1-1 Stra tegic P lanning 43 2-1-2 Work Oob) Analysis 43

2-2 Performance Planning 52 2-2-1 Results 52

vii

viii Contents

2-2-2 Behaviors 52 2-2-3 Development Plan 53

2-3 Performance Execution 54 2-4 Performance Assessment 56 2-5 Performance Review 57 Summary points 59 Exercise 2-1 Work (job) Analysis 61 Exercise 2-2 Peiformance Review Meeting 62 Case Study 2-1 Disrupted Links in the Performance Management Process at Omega, Inc. 63 Case Study 2-2 Performance Management at KS Cleaners 64 Endnotes 65

3 Performance Management and Strategic Planning 67 3-1 Definition and Purposes of Strategic Planning 68 3-2 Process of Linking Performance Management

to the Strategic Plan 69 3-3 Strategic Planning Process 73

3-3-1 Critical Role of the HR Function 73 3-3-2 External and Internal Environmenta l (i.e., SWOT} Analysis 75 3-3-3 Mission 78 3-3-4 Vision 81 3-3-5 Objectives 83 3-3-6 Stra tegies 84 3-3-7 Developing Strategic Plans at the Unit Level 85 3-3-8 Job Descriptions 86

3-4 Building Support and Answering the “What’s in it for me” Question 88 Summary points 90 Exercise 3-1 Linking brdividual with Unit and Organizational Priorities 92 Exercise 3-2 Building Support for a Performance Management System at the Gap, Inc. 92 Case Study 3-1 Evaluating Vision and Mission Statements at PepsiCo 94 Case Study 3-2 Linking Peiformance Management to Strategy at Procter & Gamble 95 Endnotes 96

Part II SYSTEM IMPLEMENTATION 97

4 Defining Performance and Choosing a Measurement Approach 99 4-1 Defining Performance: Behaviors and Results 100 4-2 Determinants of Performance: Abilities and Other Traits, Knowledge and Skills,

and Context 101 4 -2-1 Abilities and Other Traits, and Knowledge and Skills 103 4 -2-2 Context 104 4 -2-3 Implications for Addressing and Anticipating Performance Problems 105

4-3 Performance Dimensions 106 4-3-1 Task and Contextual Performan ce 106 4-3-2 Counterproductive Performance 109 4-3-3 Adaptive Performance 110

4-4 Approaches to Measuring Performance 112 4-4-1 Behavior Approach 112 4-4-2 Results Approach 113

Summary points 116 Exercise4-1 Do You Hnve Wlmt it Takes? Assessing your Own Extreme Ownership 117 Exercise 4-2 Role Piny: Diagnosing Causes of Poor Performance 118

Contents ix

Case Study 4-1 Differentiating Task from Contextual Performance nt Plmrma Co. Company 119 Case Study 4-2 Choosing n Performance Measurement Apprond1 nt Show Me the Money 119 Endnotes 121

5 Measuring Results and Behaviors 123 5-1 Measuring Results 124

5-1-1 Determining Accountabilities 125 5-1-2 Determining Objectives 126 5-1-3 Determining Performance Standa rds 128

5-2 Measuring Behaviors 129 5-2-1 Comparative Systems 132 5-2-2 Absolute Systems 138

5-3 The Role of Context 144 Summary points 145 Exercise 5-1 Measuring Competencies nt Midwestern United States Department of Transporta tion 147 Exercise 5-2 Creating Behnviornlly Anchored Rating Scales (BARS) for Evaluating Business Student

Performance in Team Projects 148 Case Study 5-1 Accountabilities, Objectives, nnd Standards at Disney 149 Case Study 5-2 Evaluating Objectives nnd Standards at Disney 150 Endnotes 151

6 Performance Analytics 153 6-1 Useful Components of Appraisal Forms 155 6-2 Desirable Features of Appraisal Forms 165 6-3 Determining Overall Rating 168 6-4 Appraisal Period and Number of Formal Meetings 172 6-5 Performance Touch points: Sources of Performance Data 175

6-5-1 Supervisors 175 6-5-2 Peers 176 6-5-3 Direct Reports 177 6-5-4 Self 178 6-5-5 Customers 179 6-5-6 Employee Performance Monitoring and Big Data 179 6-5-7 Disagreement Across Sources of Performance Data: Is This Really a P roblem? 182

6-6 Understanding Intentional Rating Distortion: A Model of Rater Motivation 182 Summary points 186 Exercise 6-1 Choosing a Performance Appraisal Form Vendor 189 Exercise 6-2 Employee Performance Monitoring at Trtmgo: Good or Bnd /den? 190 Case Study 6-1 Judgmental and Medmnica/ Methods of Assigning Overn/1 Performance

Score nt The Daily Planet 192 Case Study 6-2 Minimizing Distortions in Performance Datn at Expert Engineering, Inc. 193 Endnotes 194

x Con tents

7 Rolling Out the Perfo rman ce Management System 197 7-1 Communication Plan 198

7-1-1 Dea ling with Cognitive Biases and Resistance to Change 201 7-2 Appeals Process 203 7-3 Training Programs for M inimizing Unintentional Rating Errors 206

7-3-1 Rater Erro r Training 206 7-3-2 Frame of Reference Training 208 7-3-3 Behavioral Observation Training 210

7-4 Pilot Testing 211 7-5 Ongoing Monitoring and Evalu ation 212 Su mmary points 216 Exercise 7-1 Training Raters at Big Quality Care Center 218 Exercise 7-2 Proposing an Appeals Process for Nursing Homes 219 Case Study 7-1Implementing a Performance Mnnngement Communication Plan nt Accounting, Inc. 220 Case Study 7-2 Implementing an Appeals Process at Accounting, Inc. 220 Endnotes 221

Part Ill EMPLOYEE AND LEADERSHIP DEVELOPMENT 223

8 Pe rformance Management an d Employee Development 225 8-1 Personal Development Plans 226

8-1-1 Development Plan Objectives 228 8-1-2 Content o f Development Plan 229 8-1-3 Developmental Activities 231

8-2 Direct Supervisor’ s Role 234 8-3 Multisource Feedback Systems 238

8 -3-1 Benefits of Multisource Feedback Systems 244 8-3-2 Risks, Contingencies, a nd Pote ntial P itfalls in Implemen ting Multisource Feedback

Systems 245 8 -3-3 Characteristics of a Good M u ltisource Feedback System 246

Su mmary points 248 Exercise 8-1 Making the Case for n Top-Notch Multisource Feedbnck System Demo 251 Exercise 8-2 Obtnining Multisource Feedbnck on Your Own Performance 251 Case Study 8-1 Content ofn Personnl Developmental Plnn at Brainstorm, Inc. 252 Case Study 8-2Improving a Personal Development Plnn nt Brainstorm, Inc.-Pnrt ll 253 Endnotes 254

9 Pe rformance Management Leadership 257 9-1 Coaching 258 9-2 Coaching S tyles 263 9-3 Coaching Process 264

9-3-1 Observation and Documentation of Developmen tal Beh aviors and Results 266 9-3-2 Giving Feedback 269

9-4 Coaching, Development, and Performance Review Meetings 282 Summary points 287

Exercise 9-1 What Is Your Coaching Style? 291 Exercise 9-2 Dealing with Defensiveness 293 Case Study 9-1 Was Robert En ton a Good Performance Management Lender? 294

RUBRIC
Excellent Quality 95-100%	Introduction 45-41 points The background and significance of the problem and a clear statement of the research purpose is provided. The search history is mentioned.		Literature Support 91-84  points The background and significance of the problem and a clear statement of the research purpose is provided. The search history is mentioned.			Methodology 58-53 points Content is well-organized with headings for each slide and bulleted lists to group related material as needed. Use of font, color, graphics, effects, etc. to enhance readability and presentation content is excellent. Length requirements of 10 slides/pages or less is met.
Average Score 50-85%	40-38 points More depth/detail for the background and significance is needed, or the research detail is not clear. No search history information is provided.		83-76  points Review of relevant theoretical literature is evident, but there is little integration of studies into concepts related to problem. Review is partially focused and organized. Supporting and opposing research are included. Summary of information presented is included. Conclusion may not contain a biblical integration.			52-49  points Content is somewhat organized, but no structure is apparent. The use of font, color, graphics, effects, etc. is occasionally detracting to the presentation content. Length requirements may not be met.
Poor Quality 0-45%	37-1 points The background and/or significance are missing. No search history information is provided.		75-1 points Review of relevant theoretical literature is evident, but there is no integration of studies into concepts related to problem. Review is partially focused and organized. Supporting and opposing research are not included in the summary of information presented. Conclusion does not contain a biblical integration.			48-1 points There is no clear or logical organizational structure. No logical sequence is apparent. The use of font, color, graphics, effects etc. is often detracting to the presentation content. Length requirements may not be met
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